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| Criterion |  Operations Process Mapping |  Operations Kaizen Event |  Operations DMAIC |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 0.5-5 Tage | 2-12 Wochen | 20-45 min |
Participantsdifferent | 3-10 | 4-10 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | LeanContinuous improvementOperations | Continuous improvementQualityProcess improvement | LearningOperationsImprovement |